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Fawcett SE, Allred C, Magnan GM, Ogden J. Benchmarking the viability of SCM for entrepreneurial business model design. BENCHMARKING-AN INTERNATIONAL JOURNAL 2009. [DOI: 10.1108/14635770910936496] [Citation(s) in RCA: 17] [Impact Index Per Article: 1.1] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
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Moffett S, McAdam R. The effects of organizational size on knowledge management implementation: Opportunities for small firms? TOTAL QUALITY MANAGEMENT & BUSINESS EXCELLENCE 2007. [DOI: 10.1080/14783360500450780] [Citation(s) in RCA: 14] [Impact Index Per Article: 0.8] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/25/2022]
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Anderson K, Mcadam R. Choosing the Best Business Improvement Strategy: The Effects of Organisational Size and Sector on Management Decision-Making. JOURNAL OF GENERAL MANAGEMENT 2006. [DOI: 10.1177/030630700603200102] [Citation(s) in RCA: 3] [Impact Index Per Article: 0.2] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Managers in all sorts of organisations face difficult choices in choosing what, why and when different business improvement methodologies should be applied. Many approaches are available, which exhibit various degrees of overlap, reinvention and claims of universal application. Given the resources involved, especially in regard to time and costs, there is a need to provide some form of guidance in choosing a business improvement methodology or combination of approaches. The aim of this paper is to review the effects of organisational size and sector on management choice of business improvement methodology. A multi-method approach is used in this research. Firstly, an empirical research methodology is used to survey 800 UK organisations, encompassing different sizes and sectors, in relation to their choice of business improvement methodology. The findings indicate that business improvement methodologies are not universal. Multiple case study analysis (still ongoing) was conducted within five large organisations. Reference is made to preliminary analysis carried out within one of the organisations under study. This case illustrates that executives will introduce business improvement methodologies based on the needs of the organisation, as well as facilitate the transfer of learning and knowledge from experts who are familiar with the application of these tools.
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Affiliation(s)
- Karen Anderson
- School of Business Organisation and Management, University of Ulster
| | - Rodney Mcadam
- Innovation Management, School of Business Organisation and Management, University of Ulster
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Albizu E, Olazaran M. BPR implementation in Europe: the adaptation of a management concept. NEW TECHNOLOGY WORK AND EMPLOYMENT 2006. [DOI: 10.1111/j.1468-005x.2006.00162.x] [Citation(s) in RCA: 10] [Impact Index Per Article: 0.6] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/30/2022]
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Morton S, Brookes N, Smart P, Backhouse C, Burns N. Managing the informal organisation: conceptual model. INTERNATIONAL JOURNAL OF PRODUCTIVITY AND PERFORMANCE MANAGEMENT 2004. [DOI: 10.1108/17410400410523765] [Citation(s) in RCA: 10] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
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BPR: alive and well in the public sector. INTERNATIONAL JOURNAL OF OPERATIONS & PRODUCTION MANAGEMENT 2003. [DOI: 10.1108/01443570310462794] [Citation(s) in RCA: 49] [Impact Index Per Article: 2.3] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
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McAdam R, Reid R. SME and large organisation perceptions of knowledge management: comparisons and contrasts. JOURNAL OF KNOWLEDGE MANAGEMENT 2001. [DOI: 10.1108/13673270110400870] [Citation(s) in RCA: 215] [Impact Index Per Article: 9.3] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
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Prasad S, Babbar S, Motwani J. International operations strategy: current efforts and future directions. INTERNATIONAL JOURNAL OF OPERATIONS & PRODUCTION MANAGEMENT 2001. [DOI: 10.1108/01443570110390381] [Citation(s) in RCA: 19] [Impact Index Per Article: 0.8] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
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Melao N, Pidd M. A conceptual framework for understanding business processes and business process modelling. INFORMATION SYSTEMS JOURNAL 2000. [DOI: 10.1046/j.1365-2575.2000.00075.x] [Citation(s) in RCA: 201] [Impact Index Per Article: 8.4] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/20/2022]
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McAdam R. Quality models in an SME context. INTERNATIONAL JOURNAL OF QUALITY & RELIABILITY MANAGEMENT 2000. [DOI: 10.1108/02656710010306166] [Citation(s) in RCA: 66] [Impact Index Per Article: 2.8] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
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Greasley A, Barlow S. Using simulation modelling for BPR: resource allocation in a police custody process. INTERNATIONAL JOURNAL OF OPERATIONS & PRODUCTION MANAGEMENT 1998. [DOI: 10.1108/01443579810225568] [Citation(s) in RCA: 30] [Impact Index Per Article: 1.2] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
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